FREE PDF 2025 AUTHORITATIVE ISM LEAD: EXAM LEADERSHIP AND TRANSFORMATION IN SUPPLY MANAGEMENT TOPICS

Free PDF 2025 Authoritative ISM LEAD: Exam Leadership and Transformation in Supply Management Topics

Free PDF 2025 Authoritative ISM LEAD: Exam Leadership and Transformation in Supply Management Topics

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Tags: Exam LEAD Topics, LEAD Reliable Cram Materials, Dumps LEAD Reviews, LEAD PDF Questions, LEAD Real Exam

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ISM LEAD Exam Syllabus Topics:

TopicDetails
Topic 1
  • Corporate Social Responsibility and Ethics: This domain covers incorporating ethical and sustainable practices into decision-making and supply chain processes.
Topic 2
  • People Development and Coaching: In this section, focus is on nurturing talent and fostering skills growth within the supply management team.
Topic 3
  • Systems Capability and Technology: This domain covers developing talent and expanding skill sets among the supply management group members.

ISM Leadership and Transformation in Supply Management Sample Questions (Q56-Q61):

NEW QUESTION # 56
Supply management can track supplier performance, send alerts on important dates and generate reports for compliance officers through which of the following?

  • A. Performance management software
  • B. Spend analysis software
  • C. Business intelligence software
  • D. Contract management software

Answer: D

Explanation:
Contract management software is designed to handle all aspects of contract lifecycle management, including tracking supplier performance, sending alerts on important dates, and generating reports for compliance officers.
Tracking Supplier Performance: Contract management software provides tools to monitor and evaluate supplier performance against contract terms, ensuring that suppliers meet their obligations.
Alerts and Notifications: The software can send automatic alerts for important dates such as contract renewals, expirations, and compliance deadlines, helping supply managers stay on top of key milestones.
Reporting Capabilities: Contract management software includes reporting features that allow supply managers to generate detailed reports for compliance officers, ensuring that the organization adheres to regulatory and contractual requirements.
Reference:
Monczka, R.M., Handfield, R.B., Giunipero, L.C., & Patterson, J.L. (2015). Purchasing and Supply Chain Management. Cengage Learning.
Aberdeen Group. (2008). Contract Management: The Key to Strategic Supplier Relationships. Aberdeen Research Report.


NEW QUESTION # 57
A supply manager is looking to engage internal stakeholders. The supply manager contacts the digital marketing team to understand what projects they are working on and where procurement can add value. The digital marketing team has not dealt with procurement in the past and does not understand what support supply management can provide. Which of the following is the NEXT step supply management should take?

  • A. Conduct a needs analysis with the digital marketing stakeholders
  • B. Schedule time with the team's leadership to discuss engagement
  • C. Establish rules and guidelines for departments not previously engaged
  • D. Send the team procurement studies to demonstrate their knowledge of the field

Answer: A

Explanation:
Understanding Stakeholder Needs: The digital marketing team has not dealt with procurement before and may not understand the value supply management can provide. Conducting a needs analysis helps identify their specific needs and pain points.
Building Relationships: Engaging with the digital marketing team through a needs analysis fosters open communication and collaboration, building a foundation for a strong working relationship.
Customized Solutions: The insights gained from the needs analysis enable supply management to tailor their support to the specific requirements of the digital marketing team, demonstrating their value effectively.
Effective Engagement: This proactive approach ensures that supply management's efforts are aligned with the needs of the digital marketing team, leading to more meaningful and impactful engagement.
Reference:
Top of Form
Bottom of Form


NEW QUESTION # 58
A buyer for TUV, Inc. transfers to headquarters from one of the company's subsidiaries. The buyer creates performance concerns for the department by ignoring policies regarding attendance, failing to document transactions properly and lacking focus. The department manager learns that the buyer did not receive training following the transfer because TUV's policies and procedures at headquarters differ only slightly from those within the divisions. Given this situation, which of the following is the BEST course of action for the department manager to take?

  • A. Request that human resources (HR) conduct a gap analysis
  • B. Revise performance evaluation criteria for transferred employees
  • C. Admonish the employee for not meeting expectations
  • D. Provide the buyer with additional training

Answer: D

Explanation:
* Identifying the Root Cause: The buyer's performance issues stem from a lack of understanding of the policies and procedures at headquarters, indicating a need for additional training.
* Training and Development: Providing the buyer with comprehensive training will address the gaps in knowledge and align the buyer's practices with the company's expectations and standards.
* Performance Improvement: Proper training ensures that the buyer understands the importance of attendance, accurate documentation, and focus, leading to improved performance and adherence to company policies.
* Long-term Benefits: Investing in training supports employee development, increases job satisfaction, and reduces the likelihood of similar issues in the future.
* Reference: Best practices in human resource management and organizational behavior emphasize the importance of training and development in managing performance issues. Sources include "Human Resource Management" by Gary Dessler and guidelines from the Society for Human Resource Management (SHRM).


NEW QUESTION # 59
A firm hires a new employee to the supply management department. The organization requires new employees to complete a mandatory on-line training system prior to using its enterprise resource planning (ERP) system. After two months on the job, the new employee is still struggling with locating key information in the ERP system. However, the employee has developed a solid rapport with the department and is knowledgeable of the business through various team projects. Given this situation, which of the following would be BEST suited to enhancing the new employee's ERP skills?

  • A. Training manuals
  • B. On-line training
  • C. One-on-one training
  • D. Shadowing

Answer: C

Explanation:
The new employee in the supply management department has developed good rapport with the team and has gained business knowledge but is struggling with the ERP system. One-on-one training is the best approach to enhance the employee's ERP skills. This method provides personalized instruction, allowing the trainer to address specific questions and challenges faced by the employee. Leadership and transformation management documents emphasize the importance of tailored training methods to effectively develop employees' skills. Personalized training can accelerate learning and ensure the employee becomes proficient in using the ERP system. Reference highlight the benefits of hands-on, direct interaction in training, which can be more effective than generic online modules or manuals for complex systems.


NEW QUESTION # 60
A supply manager for JKL, Inc. has been asked to develop a risk management plan for suppliers. The supply manager has identified the sources of risk and the probability of occurrence. In order to develop a risk management process, the supply manager should NEXT

  • A. allocate resources to address the risk
  • B. estimate the likely impact of the risk
  • C. execute the risk management strategy
  • D. develop a risk profile

Answer: B

Explanation:
Risk Management Process:
Identifying sources of risk and their probability of occurrence is the initial step.
Next Step - Estimating Impact:
Estimating the Likely Impact: Assessing the potential consequences of identified risks to understand their severity and prioritize mitigation efforts.
This involves evaluating how risks could affect project outcomes, financial performance, and operational stability.
Subsequent Steps (for context):
Developing a Risk Profile: Creating a comprehensive overview of risks, their likelihood, and impact.
Allocating Resources: Based on the risk profile and impact assessment.
Executing Strategy: Implementing the risk management plan once all factors are considered.
Conclusion: Estimating the likely impact is crucial to develop an effective risk management process, ensuring appropriate resources and strategies are applied.
Reference:
"The Essentials of Risk Management" by Michel Crouhy, Dan Galai, and Robert Mark ISO 31000 standards on risk management


NEW QUESTION # 61
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